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This paper is based on a presentation given at the international World Heritage expert meeting on criterion (vi) held in Warsaw, Poland, in March 2012. Results were updated and adapted to scientific standards. The purpose of this paper is to understand the associative dimension in World Heritage by looking at the evolution and application of criterion (vi).

For this paper, historical and qualitative approaches were combined. An understanding of the evolution of the criterion (vi) wording was gained through historical analysis and the consultation of relevant World Heritage statutory documents. A selected number of criterion (vi) statements were analyzed in qualitative terms. Results were then discussed in relation to the evolution of criterion (vi) wording and the understanding of pertinent World Heritage concepts.

Criterion (vi) holds a special position. It addresses an associative dimension of cultural World Heritage sites. Due to its special character, its wording was subject to several changes. While its wording became ever more flexible, this development has not fostered the inscription of exceptional cases or the equal use of cultural associations. An inconsistent interpretation has also weakened the concept of Outstanding Universal Value.

Only inscriptions were taken into consideration. They usually have a World Heritage Committee approved criterion (vi) statement. Limitations to this research result from this restriction.

The paper represents a comprehensive study of the application and interpretation of criterion (vi) that combines the understanding of the evolution of the criterion’s wording with the analysis of a large number of World Heritage inscriptions. It is of interest to the World Heritage community and contributes to the World Heritage discourse.

The purpose of this paper is to examine the decision‐making process related to the inscription of properties on the World Heritage List.

Consideration is given to the general framework provided by the 1972 World Heritage Convention, and elaborated by the World Heritage Committee in the Operational Guidelines for the Implementation of the Convention.

The paper examines the tasks and responsibilities of each partner to the World Heritage process, from the State Party to UNESCO and the Advisory Bodies. There is a panorama offered from the changes and trends that have impacted the decisions, including a number of cases as examples. Finally, the paper proposes some improvements to the system, taking into account the role of each stakeholder.

This is the first paper examining the theme concerned.

Performance appraisals are often described asthe “job managers love to hate”. A study was designed to provide sales managers with information designed to increase the benefits of engaging in the evaluation process and reduce the negative sentiments often associated with appraisals. To accomplish this objective, 214 salespeople were personally interviewed and asked to provide information regarding their perceptions of their performance appraisals. The results indicate that salespeople have positive perceptions regarding the appraisal process. Findings also indicate that while salespeople are oftenevaluated at least twice annually, the criteria used are not always the ones thatsalespeople view as being the most appropriate. The conclusions derived from the analysis may provide insight to sales managers as they attempt to develop and implement appraisal processes that are viewed as being valid and as they attempt to enhance the benefits that may be obtained from engaging in this process.

In recent years, many manufacturing companies are attempting to implement lean manufacturing systems (LMS) as an effective manufacturing strategy to survive in a highly competitive market. Such a process of selecting a suitable manufacturing system is highly complex and strategic in nature. The paper aims to how companies make a strategic decision of selecting LMS as part of their manufacturing strategy, and on what basis such strategic decisions are made by the managers.

A case study of a small‐ and medium‐sized enterprise is presented, in which the managers are contemplating on implementing either computer integrated manufacturing systems (CIMS) or LMS. To supplement the decision‐making process, a multi‐criteria decision making (MCDM) model, namely, the preference ranking organisation method for enrichment evaluations (PROMETHEE) is used to analyse how it will impact the stakeholders of the organisation, and the benefits gained.

An extensive analysis of PROMETHEE model revealed that LMS was the best for the given circumstances of the case.

The same problem can be extended by incorporating the constraints (such as financial, technical, social) of the organisation by utilising an extended version of PROMETHEE called the PROMETHEE V. Since, a single case study approach has been utilised, the findings cannot be generalized for any other industry.

The methodology of PROMETHEE and its algorithm has been demonstrated in a detailed way and it is believed that it will be useful for managers to apply such MCDM tools to supplement their decision‐making efforts.

According to the authors’ knowledge there is no paper in the literature, which discusses the application of PROMETHEE in making a strategic decision of implementing LMS as a part of an organisation's manufacturing strategy.

This study develops a new model for selecting public relations (PR) firms based on high‐tech industrial perceptions.

The proposed model comprises two parts. The first part employs the analytic hierarchy process (AHP) for criteria weighting. The second part applies the grey relational analysis (GRA) to rank alternatives and select the optimum PR firm in the high‐tech industry.

Analytical results indicate that high‐tech enterprises consider criteria in the following order of priority: media ability, campaign ability, strategic planning, service team, cost consciousness and relationship maintenance. Furthermore, this study uses the example of a renowned high‐tech communications manufacturer in Taiwan to demonstrate the effectiveness of the model in PR firm selection.

The proposed model helps high‐tech enterprises to effectively select PR firms, making it highly applicable in academia and commerce.

This paper aims to provide a criteria-based evaluation framework for assessing knowledge management system (KMS) development methodologies.

The evaluation criteria have been elicited based on the features expected from a successful KMS. Furthermore, a number of prominent KMS development methodologies have been scrutinized based on the proposed evaluation framework.

It was demonstrated that the proposed evaluation framework is detailed and comprehensive enough to reveal the strengths and weaknesses of KMS development methodologies. It was also revealed that even though the evaluated methodologies possess certain strong features, they suffer from several shortcomings that need to be addressed.

The evaluation framework has not been applied to all existing KMS development methodologies; however, the evaluation does cover the most comprehensive methodologies which exist in the research context.

The results of this research can be used for the following purposes: organizational goal-based selection of KMS development methodologies, evolution of existing KMS development methodologies and engineering of tailored-to-fit KMS development methodologies.

The proposed evaluation framework provides a comprehensive and detailed set of criteria for assessing general, area-specific and context-specific features of KMS development methodologies. KMS developers can select the methodology which best fits their requirements based on the evaluation results. Furthermore, method engineers can extend existing methodologies or engineer new ones so as to satisfy the specific requirements of the project at hand.

To provide a structured methodology to permit an optimal selection of the best suited Computer Managed Maintenance System (CMMS) software within process industries.

The analysis has been executed adopting a multi‐attribute decision making methodology, namely the analytic hierarchic process (AHP) technique. A specific hierarchic structure has been defined considering 46 criteria outlined via questionnaires and interviews with administration, production and maintenance managers of several industries. To improve the effectiveness of the methodology, AHP has been coupled with a sound sensitivity analysis.

The application of the proposed approach allows the maintenance practitioners to concentrate on a limited subset of CMMS applications and to compare their actual capabilities in order to select the right one, rather than considering only their purchase cost.

The methodology enables decision makers to restrict the selection process to a limited number of software programmes that better suit the actual requirements of the corporation's personnel and to help the managers involved in the choice to better understand what each software can offer to them to effectively help the management of maintenance‐related activities. Finally, the choice is driven by objective considerations rather than by subjective opinions, and the purchase and the following implementation of the CMMS can be better justified to the corporation top‐level management

The paper proposes a robust approach, structured and useful in practice, for the selection of a CMMS software, that takes into account multiple, often conflicting, criteria and overcomes the intrinsic limitations of subjective decisions

The purpose of this paper is to present a methodology that may be used to perform evaluation of business process management (BPM) methodologies. As this area lacks proper formalized approaches, the aim of the publication is to promote the new approach, proposed by the authors.

The authors analyse related methodologies and theoretical background. Based on that, they suggest an evaluation approach, which is used to verify correctness of a semantic BPM (SBPM) methodology.

The proposed evaluation methodology has been practically tested. Additional interviews have been conducted and interviewees stress high value of the approach. The presented evaluation methodology was validated on the example of the SBPM methodology used in a European integrated project.

The results of this paper can be used to guide development and verify correctness of new BPM methodologies.

The paper demonstrates how validation of BPM methodologies can be conducted in practice.

The approach presented in the paper is the first comprehensive approach to provide methodology for evaluating BPM methodologies.

Reports on the findings of two surveys which examined the way organisations evaluate information systems/technology and other capital of investments. The issues addressed include the following: the extent of evaluation; the extent to which evaluation depends on organisational factors, such as project cost and level of organisational turnover; the existence of formal procedures of evaluation; the financial and other criteria used to evaluate investments, and their importance; and the problems organisations face when evaluating both types of investment. In addressing the above issues the study serves two objectives: first, the findings provide valuable insights regarding the way both types of investments are evaluated, which is currently lacking in both the information systems and the accounting and finance literature, and second, the findings enable confirmation or refutation of some of the popular myths which exist in the information systems literature that such investments are different, are therefore evaluated in a “different” way and present “different” problems when compared to other types of organisational investment.

Personnel selection is an important process in management due to the high cost of unfavorable employee procurement. The multi criteria nature and the presence of both qualitative and quantitative factors make it considerably more complex. The purpose of this paper is to propose a grey theory‐based hybrid approach to solve personnel selection problems in uncertain environments.

The work procedure is as follows: first, grey analytic network process (GANP) is applied to calculate selection criteria weights and then candidates are ranked by using grey possibility degrees. Finally, an example of a selection problem of sniper for a military unit was used to illustrate the proposed approach.

The analyses of the results show that grey theory‐based methods have enormous chance of success for personnel selection problems in uncertain situations.

Although there are some applications for personnel selection problems that used grey system theory in the literature, the combination of GANP and grey possibility degrees is used for personnel selection problem in this study.